1. MANAGEMENT And LEADERSHIP

2. MANAGEMENT Accountability to formulate and achieve the objectives of the organization. Legal authority within the organization to plan, organize, direct, or control Activities of others are coordinated to accomplish objectives of the organization and objectives of the person performing the activity

3. MANAGEMENT FUNCTIONS

4. PLANNING ESTABLISH GOALS AND SUITABLE COURSE OF ACTION USE LOGIC AND METHODS TO THINK THROUGH GOALS AND ACTIONS IDENTIFY FUTURE ACTIVITIES TO PROMOTE OBJECTIVES AND GOALS OF DEPARTMENT

5. ORGANIZING ENGAGING PEOPLE TO WORK TOGETHER TO ACHIEVE GOALS MANAGERS ARRANGE AND ALLOCATE WORK, AUTHORITY, AND RESOURCES TO ACHIEVE GOALS DETERMINING AND ENUMERATING ACTIVITIES TO ACHIEVE GOALS

6. DIRECTING DIRECTING AND INFLUENCING TASK RELATED ACTIVITIES MANAGE, DIRECT, INFLUENCE AND MOTIVATE EMPLOYEES

7. CONTROLLING ACTUAL ACTIVITIES CONFORM TO PLANNED ACTIVITIES MANAGES ESTABLISHES STANDARDS OF PERFORMANCE, MEASURE CURRENT PERFORMANCE, TAKE CORRECTIVE ACTIONS

9. HISTORICAL BACKGROUND SCIENTIFIC MANAGEMENT THEORY CLASSICAL ORGANIZATION THEORY BEHAVIORAL SCHOOL-HUMAN RELATIONS MANAGEMENT SCIENCE SCHOOL

10. LEADERSHIP The process of influencing the activities of an individual or group in efforts toward goal achievement Responsibility to represent the needs and goals of employees and to help them achieve what they want.

11. Management vs. Leadership MANAGEMENT Doing things right Administration Maintenance Structure/system Control-limit choices Direct Strategies Power More impersonal LEADERSHIP Doing the right thing Innovation Development People-help them get things done Trust Inspire Vision Empowering

12. TYPES OF LEADERS Autocratic-leader makes all decisions, gets results because of force and position Participative-actively encourage team effort in decisions Laissez-faire-hands off approach, nothing much happens because individuals in the organization seldom surpass the effectiveness of their leader CORRECT APPROACH DEPENDS ON THE SITUATION

13. FORMAL AND INFORMAL FORMAL LEADER – designated by company, legal authority, work with administrative support INFORMAL LEADER - no legal authority, but power and influence, no administrative support Span of control – number of people directly under manager’s control (6-10)

14. THEORY X Work inherently distasteful Most people lack ambition and prefer to be directed Most people have little capacity for creativity in solving work related problems Most people must be closely controlled

15. THEORY Y Work is natural Self-control is often indispensable in achieving organizational goals Capacity for creativity in solving problems is wide spread People can be self-directed and creative at work if properly motivated Works with Human Relations Theory

16. THEORY Z (OUCHI) Combination of Theory X and Theory Y Long-term employment Collective decision making Individual responsibility Slow evaluation and promotion Implicit, informal control with explicit, formalized measures Holistic concern for family

18. LEARN TO LEAD FOLLOW A LEADER MENTORS TRIAL AND ERROR (ON-THE-JOB TRAINING) FORMAL EDUCATION AND TRAINING As you move up in management - your technical skills decrease and conceptual skills increase